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On successful completion the student will be able to:
- Critically analyse the theory, concepts and models of international marketing?
- Analyse and critically evaluate the ways in which marketing communications are adapted in view of specific market cultures and consumer behaviours?
- Critically evaluate the role of brands and brand management in the strategic development of international stakeholder relationships, and the particular importance of understanding market culture when designing a cross-cultural branding strategy?
- Demonstrate a sound understanding of the role and importance of national culture and verbal/non-verbal communication in shaping managerial attitudes and actions, and in the establishment and maintenance of cross-cultural stakeholder relationships?
- Demonstrate an understanding of the importance of CSR, ethics and 'corporate citizenship' in international communications, operations and in the development and maintenance of stakeholder relationships?
Nuclear energy is considered as one of the clean and the most powerful energy sources in the world. However, a severe natural event could make this resource dangerous (Lufkin, 2016). The Fukushima Daiichi nuclear disaster resulting from an earthquake and its resultant tsunami is an appropriate example to showcase the brutality of a natural event on man-made fuel. This report focuses on the disaster and its impact on TEPCO, the nuclear reactor operator. The event is analyzed with respect to TEPCO's response considering the backdrop of stakeholders' involvement, organizational culture, and its ethical and social responsibility practices.
Japan is reported to be the third-largest economies in the world (BBC News, 2016). It plays a significant role in the global community acting as a monetary source for capital, credit and relief measures (BBC News, 2016). Japanese ideologies during World War II are playing a crucial role in maintaining a relationship with its neighboring countries. Geographically, Japan is a small country with mountainous terrain and prone to tectonic displacements causing earthquakes and tsunamis. Before 2011, nuclear power constituted around 30% of the total power generation consisting of 43 power plants which are now reduced to one plant due to the government mandate (Lufkin, 2016). Japan is one of the largest importers of liquefied natural gas, coal and crude oil organizational constituting about 84% of electricity generation (Bloomberg, 2016). As a country, Japan has a brand image of manufacturing quality products with perfection. This image has been dwindling with the quality issues encountered by some major electronic and automobile manufacturers based out of the country (Legewie, 2015). The Fukushima Daiichi nuclear disaster in 2011 and its aftermath have further tarnished the country's image among the global community.
Japan is divided into several regions which has a regional provider for both generating and distributing electric power. TEPCO operated three nuclear power stations – Fukushima Daiichi comprising of six reactors, Fukushima Daini consisting of four reactors and KashiwazakiKariwa in Niigata Prefecture with seven reactors.
Tokyo Electric Power Company (TEPCO) owned and operated the Daiichi nuclear power plant in the Fukushima prefecture facing the Pacific Ocean (Appendix A) (TANAKA, 2012). This power plant was severely damaged during a major East Japan earthquake of 9.0 Richter and the subsequent tsunami of 15-meter waves in March 2011 (World Nuclear Association, 2016). The accident was given a rating of 7 on the INES scale due to its severity (OECD, 2015). Though the nuclear meltdown did not cause any human damages, over 100,000 people were evacuated as a safety measure. According to the scientific community, the major cause of the damage was due to the lack of countermeasures to such severe natural events and those in place were designed in the 1960s. Fukushima nuclear disaster has put both monetary and management constraints on TEPCO.